Leader as a Coach: The Leadership Skill You Can’t Ignore

Do you still think ‘Leader as a Coach’ is another buzzword that will fade away? It’s time to reconsider. 

This is not a passing trend—it’s becoming the defining trait of successful organizations. 

ICF (Internation Coaching Federation) states that over 70% of companies implementing a coaching culture will experience improved work performance and more effective time management.  In another ICF study, 88% of companies rated their investment in coaching favorably, stating that it paid for itself.

At SHRM, we've been noticing - the increasing shift towards coaching cultures in organizations. The ones that embed coaching into their culture aren’t just adapting; they’re thriving. 

But why is this shift happening? To answer that, let’s take a step back and look at where it all began.

The idea of leaders as coaches isn’t entirely new. It has roots in the evolution of leadership itself. Traditionally, leadership was about authority—command and control. Managers gave instructions, and teams followed. But as workplaces evolved, so did expectations. Employees no longer wanted just to take orders; they wanted to grow, contribute, and be heard.

This shift became even more significant in the late 20th century when coaching, once associated only with sports, began finding its way into business. Leaders like Bill Campbell, famously known as the “Trillion Dollar Coach,” demonstrated that coaching wasn’t just about improving performance—it was about unlocking potential. Over time, many research studies reinforced this idea: leaders who embrace coaching build teams that are more engaged and high-performing.

Coaching isn’t just a leadership style—it’s a necessity today.

But why is coaching a necessity ‘now’? 

Because the game has changed, organizations aren’t just fighting for market share but battling for adaptability, innovation, and future-ready talent. The focus isn’t just on hitting this quarter’s targets but on building skills to drive long-term success. Business priorities are shifting rapidly, industries are evolving overnight, and traditional leadership models just can’t keep up.

Employees today aren’t looking for micromanagement; they need the ability to think for themselves, solve complex problems, and take ownership. But here’s the catch—people don’t magically develop these skills in rigid, top-down environments. They need a climate of psychological safety—one where they feel empowered to ask questions, voice ideas, and make decisions without fear of failure.

This is where coaching is relevant. Coaching isn’t about having all the answers; it’s about asking the right questions, creating space for reflection, and guiding people to find solutions. A coaching leader doesn’t tell employees what to do—they help them see the bigger picture, think critically, and develop the confidence to act independently.

Coaching is no longer just a leadership tool—it’s the key to unlocking human potential in organizations that aim to thrive in an uncertain future.

Also Read: Leadership Alchemy: Transforming Managers into Inspirational Leaders

Coaching in Everyday Leadership: Real-World Scenarios 

Now that we’ve covered the importance of coaching let’s talk about what it looks like in action. Here are a few practical scenarios where coaching can make a huge difference:

• Coaching for Potential: Focus on strengths and guiding employees toward new growth opportunities.

• Coaching for Underperformance: Identify the root causes, create a safe space for honest conversations, and find collaborative solutions to get back on track.

• Coaching While Giving Feedback: Instead of just pointing out mistakes, encourage self-reflection and empower employees to improve.

• Coaching in the Moment: Provide on-the-spot guidance and support during real-time challenges by asking the right questions and offering immediate advice.

Let’s break this down further:

• From Giving Answers to Asking the Right Questions 
  A team member approaches you with a problem. Instead of jumping in with a solution, a coaching leader might ask: 
  “What options have you considered?”- This helps the employee reflect on their thought process and empowers them to solve the issue.

• Feedback That Builds, Not Just Corrects 
  Instead of saying: “This report isn’t detailed enough. Add more data.” 
  A coaching leader might ask, “What additional insights could strengthen this report?” This would encourage employees to analyze and improve their work independently, building confidence.

• Guiding Career Growth, Not Just Assigning Tasks 
  Rather than simply delegating work, a coaching leader helps employees align their tasks with their career aspirations: “How can I support your growth while ensuring we meet our goals?” This creates a sense of ownership and motivation.

• Creating a Culture of Ownership 
  When a team member makes a mistake, instead of blaming them or fixing it for them, a coaching leader helps them reflect: “What do you think went wrong, and what would you do differently next time?” This builds resilience, accountability, and a growth mindset rather than fear of failure.

Addressing the Myths Around Coaching 

Despite the proven benefits of coaching, many leaders are hesitant to embrace it. While doing interventions with organizations, SHRM has consistently encountered several resistance points when embracing coaching as a leadership style. Here are some of the most common myths:

• Time Pressures & Deadlines: Leaders often view coaching as time-consuming, especially with tight schedules.

• Lack of Training: Many leaders feel unprepared to coach effectively.

• Perceived Softness: Coaching is sometimes misunderstood as a “soft” approach, but it’s about holding people accountable while offering support.

• Fear of Losing Authority: Leaders may worry that coaching undermines their control.

• Focus on Numbers: In environments focused on metrics, it can be challenging to prioritize development over short-term targets.

• What's in it for Me? Some leaders wonder why they should invest in coaching if it doesn’t provide immediate results. 

Coaching is an all-or-nothing approach. Misconception that leaders must adopt coaching exclusively or not at all.

But here’s the truth:
Coaching is not just a "soft" style—it’s an essential leadership tool that requires assertiveness, clear expectations, and strong accountability. Additionally, coaching should not be viewed as a time-consuming activity but as an investment in the future. By empowering employees to think critically, solve problems independently, and take ownership, coaching helps build more resilient, self-reliant teams. Over time, this reduces the need for constant oversight and allows leaders to focus on more strategic priorities, ultimately saving significant time and resources.

Coaching should be seen as a mindset, not a rigid style. It forms the foundation for a leader's approach but can be adapted and flexed as needed in different situations. According to Daniel Goleman’s research in HBR’s Leadership-that-gets-results article, the best leaders continuously adjust their leadership style to the situation and problem. The right leader knows when to engage in coaching for empowerment and when to shift to other styles, such as authoritative or democratic, depending on the context. 

The myths and misconceptions surrounding coaching prevent leaders and organizations from realizing its true value. To build a coaching culture, organizations must address these misconceptions and help leaders see that coaching is not just about immediate results—it’s about fostering growth, accountability, and long-term business success.

How Companies Are Approaching "Leader as a Coach" Interventions

At SHRM, we have been guiding organizations through their journey of embedding coaching into their leadership culture. Drawing on our extensive experience, we’ve identified several essential factors that can make this transformation both meaningful and impactful:

Coaching as a Culture Transformation, Not Just Upskilling: 
Leader as a Coach isn’t simply an upskilling initiative—it’s about transforming the culture. It requires a shift in how leadership is viewed and practiced. Upskilling your leaders is just the first step, but it needs to be supported by broader organizational shifts.

• Align Leadership Competencies and Organizational Values: 
  Your leadership competencies should reflect a coaching mindset. Ensure that values and leadership competencies are aligned with a coaching philosophy. Leaders should be encouraged to act as coaches, not just managers, which should be reflected in how you design leadership roles and expectations.

• Talent Management Systems Alignment: 
  Does your performance evaluation system, rewards structure, and talent management systems reflect a commitment to a coaching culture? Ensure that these systems support and reinforce the behaviors and competencies expected from leaders as coaches.

• Clear Communication from the Top: 
  It’s essential that the organization’s leadership clearly communicates that adopting a coaching culture is not optional—it’s crucial for business success. Top management should state this explicitly to ensure alignment across all levels of the organization.

• Creating Cues for Continuous Coaching: 
  Organizations must embed frequent coaching cues into daily activities and interactions. Leadership should model coaching behaviors regularly, making them a continuous, visible part of the company culture. Avoid treating it as a one-off event—consistency is key.

• Comprehensive Learning with Multiple Touchpoints: 
  A coaching culture isn’t built overnight. It requires comprehensive learning with multiple touchpoints. learning. Offer ongoing coaching programs, practice opportunities, and feedback loops to deepen the understanding. It’s about creating a sustained learning journey, not just a one-time workshop.

• Building Critical Skills: 
  Certain skills are necessary for coaching to be effective. Ensure that leaders are trained in essential skills like:

• Active Listening

• Emotional Intelligence (EQ)

• Powerful Questions These skills are the foundation of successful coaching and should be reinforced continually.

• Coaching for Senior Leaders: 
  When senior leaders personally experience coaching, they not only understand its essence but also realize the transformative impact it can have. Since coaching is fundamentally a mindset shift, when leaders undergo this process themselves, it provides a more profound, more impactful intervention. This experience enables them to model coaching behaviors for their teams, reinforcing that coaching is not just a leadership style but a crucial element for long-term organizational success.

• Progress Checks and Governance Framework: 
  Leaders should establish progress checks and a governance framework to ensure that coaching takes hold within the organization. Organizations need to measure progress, track the effectiveness of coaching interventions, and create accountability for leaders.

• Real Expectations and Practice: 
  It's essential to have real expectations around coaching. Leaders must be committed to practicing and honing their coaching skills over time. Set clear goals for skill development and provide opportunities for leaders to apply what they’ve learned in real-life scenarios.

So, What's Next? 

Will this be an overnight transformation? No, it’s a gradual journey. For organizations, it’s about truly and strategically realizing its benefits. For individuals, it's not about flipping a switch and suddenly becoming a coach; it's a mindset shift that takes time.

Be kind to yourself in this journey—it’s not something you need to perfect instantly.

Over time, just like any skill, coaching will become second nature. You’ll find yourself effortlessly shifting between different leadership approaches, using coaching at the right moment to create a meaningful impact. 

Ultimately, by embracing coaching, you can build an environment where each challenge becomes an opportunity for growth, and every team member is enabled to succeed.